A Human Relations Program for Supervision

Abstract

At the present time industry is becoming keenly aware of the importance of employee morale. Management willingly concedes that the state of employee morale affects production, labor turnover, absenteeism, and public relations, all of which can be translated into dollars and cents. However, the impetus for improving morale comes primarily from a desire to increase job satisfaction and the day-to-day human relationships. Undoubtedly the strength of the unions has made this need apparent, and the leadership of management feels itself to be in competition with the union leadership for the loyalty of its employees. That the first level of supervision is an all-important determiner of employee morale and loyalty is recognized, but that a similar problem is present at higher levels is not so well appreciated by top executives. As a consequence, most attention is given to the training of first-line supervisors in human relations problems. In most such training programs, emphasis its placed on the friendly personal touch and techniques for preventing misunderstandings. Stress is placed on the desirability of getting men to want to do things rather than to fear not to do things. These programs undoubtedly have improved supervision, but management often feels that a great part of the benefit wears off rather quickly. (Author's abstract courtesy EBSCO.)